Shop like a Billionaire: The rise of Amazon’s top competitor

Brand Breakdown Series

Temu is an online marketplace operated by the Chinese e-commerce company PDD Holdings. Launched in the United States in September 2022, Temu offers heavily discounted consumer goods, mostly shipped directly to consumers from China. This platform provides a unique shopping experience by offering an extensive range of products across various categories, all sold by a massive network of sellers. As of September 2023, Temu has 82.4 million active users in the United States and has also surpassed 250 million downloads. In 2023, Temu’s gross merchandise volume hit $15.1 billion, with the majority coming in the second half of the year showcasing its continuous growth and expansion.

 

 

 

Temu’s Value Proposition

Leveraging its connection to Pinduoduo’s extensive supply chain and manufacturer relationships in China, Temu aims to provide a wide range of products at competitive prices. The platform emphasizes value for money, targeting cost-conscious consumers. By operating primarily online and utilizing efficient logistics and supply chain management, Temu can offer significant discounts compared to traditional retail prices.

 

Competitive Positioning Using a Different Approach

Temu has successfully positioned itself within several significant trends in the e-commerce industry, enhancing its appeal to a broad consumer base. By leveraging the direct-to-consumer (D2C) approach, Temu bypasses traditional retail channels to offer products directly from manufacturers to consumers. This model significantly reduces costs, allowing Temu to provide highly competitive prices and greater value to consumers. And, by emphasizing social commerce features, Temu encourages users to share deals and make group purchases. This trend taps into the social aspect of shopping, leveraging peer influence and collective buying power.  

 

Expansion and Growth

Temu’s expansion into the international market, particularly in the United States, is part of the broader trend of cross-border e-commerce. By leveraging global supply chains, Temu offers a diverse range of products to consumers worldwide, making international shopping more accessible and affordable. And, in an era of economic uncertainty, Temu capitalizes on the trend of price sensitivity, where consumers increasingly seek value-for-money products. This focus on affordability is particularly appealing during times of financial constraint, such as the post-pandemic recovery period, making Temu an attractive option for cost-conscious shoppers.

 

Industry Overview

Temu operates in the e-commerce industry, specifically within the online marketplace segment. This industry involves the buying and selling of goods and services over the internet, connecting consumers with a wide range of products from various sellers. The e-commerce industry is highly competitive and rapidly evolving, with several key factors contributing to its competitiveness.

Market leaders like Amazon, eBay, and Alibaba dominate the global e-commerce landscape today. These companies have established strong brand recognition, extensive product offerings, and efficient logistics networks. The intense price competition in this industry often leads to price wars, as companies strive to attract price-sensitive consumers. Temu’s focus on affordable products directly challenges other low-cost platforms like Wish and AliExpress.

Technological advancements specifically play a crucial role in the e-commerce industry. Continuous innovation in technology, such as artificial intelligence, machine learning, and big data analytics, is essential for improving user experience, personalization, and supply chain efficiency. Efficient and reliable logistics are also critical for e-commerce success. Companies invest heavily in building robust supply chain networks to ensure fast and cost-effective delivery. Temu benefits from its parent company Pinduoduo’s established supply chain in China.

Effective marketing and customer acquisition are vital in the e-commerce industry. Attracting and retaining customers through strategies like social media, influencer partnerships, and promotions is essential. Brand loyalty and customer satisfaction are key competitive aspects. Additionally, the e-commerce industry is subject to varying regulations across different regions, including consumer protection laws, data privacy regulations, and trade policies. Compliance with these regulations adds complexity to operations.

Temu’s competitive advantage specifically lies in its ability to offer a wide range of affordable products by leveraging Pinduoduo’s established supply chain and manufacturer relationships in China. However, it continues to face significant challenges in competing with well-established global giants like Amazon and Alibaba. 

 

The Pricing Strategy: Leveraging Manufacturer Relationships and Efficient Logistics to Offer Low-Cost Products

Target consumer audience:

Temu’s target consumer audience primarily consists of budget-conscious shoppers looking for value-for-money deals on a wide range of products. This includes young adults, families, and individuals who prioritize affordability and enjoy the convenience of online shopping. 

Temu specifically targets these consumers with low prices, free shipping, and frequent discounts. The platform engages users through gamification features and social buying options that encourage referrals. Extensive marketing, including press coverage and Super Bowl ads, boosts visibility. Additionally, the criticism Temu faces and has faced in the past sparks curiosity, drawing more attention to the platform.

 

Current Pricing Approach:

Temu’s current pricing is designed to offer consumers exceptional value through competitive pricing strategies. There are essentially two key components to their pricing approach: D2C low prices and membership programs. The platform leverages direct relationships with manufacturers, primarily in China, to eliminate intermediaries and reduce costs. This direct-to-consumer approach allows Temu to provide significant discounts on a wide range of products. Additionally, Temu employs dynamic pricing algorithms to adjust prices in real-time based on demand, inventory levels, and market trends, ensuring optimal pricing for consumers. And, while their affordable pricing helps with customer acquisition, their subscription-based membership programs help them with customer retention through increased customer lifetime value.

Temu frequently runs promotions, flash sales, and group buying discounts, encouraging users to share deals with friends and make collective purchases for additional savings. The platform also offers personalized discounts and targeted promotions based on user behavior and purchase history, enhancing the shopping experience and encouraging repeat purchases.

By utilizing efficient logistics and supply chain management, Temu can keep operational costs low and pass the savings to consumers. This combination of direct sourcing, dynamic pricing, and promotional strategies makes Temu’s pricing plan highly competitive and attractive to cost-conscious shoppers.

 

How Their Pricing Has Evolved

Temu’s initial launch phase started with aggressively low pricing in order to quickly acquire a large customer base and create market awareness. This meant often offering products at cost or with minimal profit margins as well as frequent use of promotions and discounts to drive traffic to the platform. They then introduced group buying to leverage social commerce and encourage viral marketing through group buying discounts, encouraging word-of-mouth and greater customer engagement.

As they transitioned into their growth and expansion phase, Temu implemented dynamic pricing to optimize revenue and remain competitive. This entailed utilizing data analytics and more sophisticated pricing algorithms in order to effectively adjust prices in real-time based on demand, competition, and inventory levels. They also began to expand internationally and cater to diverse markets, adjusting prices accordingly based on regional purchasing power to remain competitive in multiple international markets. 

As Temu reached a maturity and market consolidation phase, they started to introduce membership programs. Launching these subscription-based membership programs with special perks and features helped them focus on building customer loyalty and increasing customer lifetime value. At the same time, they also improved their promotional strategies by using data analytics to make them more targeted and personalized based on information like user behavior and purchase history.  

Temu now works to adapt to market trends and align with growing customer interest in sustainability and ethical consumption. They are increasingly offering more eco-friendly products while promoting responsible consumption practices. And, to reduce costs and improve efficiency, they have invested in logistics and supply chain improvements, which will allow them to maintain their low prices and even improve delivery times and service quality. Finally, they have worked towards integrating AI and machine learning to further refine their pricing strategies, predict demand, optimize inventory, and personalize offers to individual users. 

 

Pricing Strategy Breakdown: Key Takeaways

Why is their pricing strategy effective?

  • Consumer-Centric Approach: By offering low prices, Temu attracts budget-conscious shoppers looking for value-for-money deals. This wide range of affordable products appeals to a broad audience, from young adults to families. And, their use of frequent promotions, flash sales, and discounts creates a sense of urgency and excitement, encouraging consumers to make purchases and visit the platform regularly.
  • Direct Sourcing from Manufacturers: By sourcing products directly, Temu eliminates intermediaries and reduces costs, allowing them to offer competitive prices and maintain profitability. Leveraging the supply chain and logistics network of its parent company, Pinduoduo, further reduces operational costs and ensures efficient product delivery.
  • Dynamic Pricing: Temu uses dynamic pricing algorithms to adjust prices based on demand, competition, and inventory levels. This ensures optimal pricing to maximize sales while maintaining profitability. 
  • Group Buying: Group buying encourages users to share deals with friends and family, leveraging social networks for viral marketing. This not only drives sales but also enhances customer engagement and loyalty.
  • Membership and Loyalty Programs: These programs offering exclusive discounts, free shipping, and early access to sales help build customer loyalty and create a steady revenue stream. As a result, Temu increases the lifetime value of each customer, ensuring long-term profitability.
  • Localized and Personalized Pricing: Adjusting prices based on regional purchasing power and local market conditions ensures Temu remains competitive in diverse international markets. And, using data analytics to offer personalized discounts and promotions based on user behavior and purchase history enhances the shopping experience and encourages repeat purchases.

 

What makes their pricing strategy different from others?

  • Direct Manufacturer Relationships: Unlike many competitors, Temu sources products directly from manufacturers, primarily in China, which significantly reduces costs by cutting out middlemen. These savings are passed on to consumers, allowing Temu to offer lower prices than many other platforms that rely on traditional retail supply chains.
  • Social Commerce: Temu incorporates a social commerce element where users can benefit from additional discounts by purchasing in groups. This encourages users to share deals with friends and family, promoting organic growth and customer engagement through social interactions.
  • Data-Driven Pricing: Utilizing advanced data analytics and dynamic pricing algorithms, Temu adjusts prices in real-time based on demand, competition, and inventory levels.
  • Frequent Promotions and Flash Sales: Regularly offering deep discounts, flash sales, and time-limited promotions create urgency and drive quick purchasing decisions. And, highly frequent promotions keep consumers engaged and encourage repeat visits to the platform.
  • Loyalty Programs: Offering membership programs with exclusive discounts, free shipping, and early access to sales incentivizes customer loyalty. Building a loyal customer base through value-added services and benefits increases customer lifetime value.

 

How did they do it? 

  • Digital Marketing Campaigns: They leveraged various social media platforms to run targeted ad campaigns highlighting their low prices and ongoing promotions. Visual and engaging content showcased their product deals, flash sales, and group buying benefits. And, investing into search engine advertising helped capture high-intent shoppers searching for affordable products online, driving traffic to Temu’s site.
  • Influencer Partnerships: They encouraged influencers to demonstrate the group buying process, showing how their followers could save more by buying together, thus promoting the social aspect of shopping on Temu.
  • Mobile and Digital Presence: By focusing on a user-friendly mobile app and strong digital presence, Temu capitalized on the growing trend of mobile commerce. The app provided a seamless shopping experience, further attracting tech-savvy, price-sensitive consumers.
  • Adapting to Consumer Preferences: Temu continuously monitored and adapted to changing consumer preferences, focusing on convenience, affordability, and variety. This responsiveness ensured that Temu remained relevant and attractive to its target audience.
  • Dynamic Pricing Algorithms: Temu employed sophisticated dynamic pricing algorithms that adjust prices in real-time based on factors such as demand, inventory levels, and competitor pricing. This data-driven approach ensures that Temu remains competitive while maximizing sales and profitability.

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Unwrapping Spotify: Your Gateway to a World of Audio Entertainment

Spotify, the digital streaming behemoth, has reshaped the music industry with its extensive library of songs and creator-driven content. Launched on April 23, 2006, by Daniel Ek and Martin Lorentzon, Spotify hit the ground running in October 2008 and hasn’t looked back since. 

With over 615 million monthly active users, including 239 million paying subscribers as of March 2024, Spotify reigns supreme in the music streaming universe. Its presence spans over 180 countries, making it a global powerhouse. Whether you’re unearthing new artists or binge-listening to your favorite podcasts, Spotify is the definitive gateway to a world of audio entertainment.

And, as of June 9, 2024, Spotify boasts over 615 million users, including 239 million paying subscribers (of approximately 39% of users), spanning more than 180 markets worldwide. This remarkable growth is reflected in its financial performance: for the quarter ending March 31, 2024, Spotify Technology reported revenue of $3.94 billion, a 20.9% increase year-over-year. For the twelve months ending March 31, 2024, the company’s revenue was $15.02 billion, marking an 18.8% increase year-over-year. Dominating the music streaming space with a 31.7% market share, Spotify stands as the choice for 226 million out of the 713.4 million people worldwide who have a music streaming subscription (as of Q3 2023).

 

 

Spotify operates within the vibrant and ever-evolving music and audio streaming industry. This industry is defined by the distribution of music, podcasts, and other audio content through digital platforms, enabling users to access vast libraries of audio media on-demand. The shift from traditional ownership of music to instant access has revolutionized how people consume audio content, driven by rapid technological advancements and a focus on data-driven personalization.

The music and audio streaming industry is highly competitive, with major players such as Apple Music, Amazon Music, YouTube Music, Pandora, and Tidal vying for market share. In addition to these dominant competitors, the industry also includes significant international platforms like Deezer in France and QQ Music and NetEase Cloud Music in China.

 

 

 

 

This competition within the streaming industry is motivated by a variety of factors. A key factor is the content itself and content exclusivity with platforms working to secure exclusive music releases, podcasts, and other audio content. These exclusive deals and original content are critical in attracting and retaining users. 

The different services also offer varying user experiences, hoping to differentiate themselves through distinct user interface designs, ease of use, and personalized recommendations. With different services offered in different areas, it is imperative that each service expands into new markets and regions, meeting local demand. 

Finally, the actual competitive pricing and flexible subscription models play a significant role in attracting new users. Some may offer family plans, student discounts, and ad-supported free tiers to reach different customer segments.

Target consumer audience:

Spotify’s pricing strategy is a masterclass in flexibility and value, targeting diverse user segments seeking convenient content consumption.The overall target audience for Spotify consists of a wide range of customer segments who ultimately seek a convenient platform and service to consume content based on their various tastes and preferences. 

  • Age: Spotify targets younger generations who are more likely to adopt new technology and prefer on-demand, personalized content. This typically includes individuals comfortable with using technology and who prefer digital streaming services over traditional media formats. 
  • Geography: The Spotify target audience is located worldwide, with more users in Europe than any other region. Because of its availability in a large number of regions, it caters to a globalized audience by offering localized content in different languages and including music from various parts of the world.
  • Podcast Listeners: With its expanding podcast library, Spotify targets users who enjoy listening to podcasts for entertainment, education, news, and more. Spotify has made a significant push into the podcasting space over the years by acquiring major podcasting companies and signing exclusive deals with popular podcasters.
  • Social Media Users: Spotify actively caters to people who enjoy sharing and discovering music and podcasts through social media and has worked to integrate social features on the platform. 
 

Current Pricing Plan:

Spotify’s pricing strategy focuses on offering a range of options to cater to different user needs, from the free tier with ads to premium plans with added features like offline listening and access to exclusive content. The inclusion of student discounts, family plans, and additional perks like access to Hulu demonstrates Spotify’s efforts to attract and retain a diverse user base.

 

 

 

 

How Their Pricing Has Evolved

Spotify’s pricing strategy has evolved significantly since its initial launch in 2008. At first, the platform offered a free, ad-supported tier alongside a premium subscription priced around €9.99/month in Europe. Over time, Spotify introduced various changes and additions to its pricing plans to attract and retain customers. In 2014, they offered a free 30-day trial for Premium and introduced a discounted plan for students, typically priced at $4.99/month. They also introduced the Family Plan, allowing up to six family members to share a subscription at a discounted rate, priced around $14.99/month in the U.S.

In July 2020, Spotify introduced the Premium Duo plan, designed for two people living at the same address, offering each person their own Premium account for a discounted price of $12.99 per month, positioned between the individual and family plans. However, the most significant changes came in July 2023 and June 2024 when Spotify increased the prices of its Premium subscription and other plans. The individual plan went from $9.99 to $11.99 per month, with similar increases for Duo and Family plans. These adjustments were part of a broader strategy to continue investing in and enhancing Spotify’s product offerings.

Why is their pricing strategy effective?

  1. Diverse Pricing Tiers: Spotify offers a range of subscription options (Free, Premium, Family, Duo, Student, and even an upcoming HiFi tier) that cater to different user needs and budgets. This segmentation allows them to attract and retain a wide audience, from casual listeners to audiophiles.
  2. Freemium Model: The free, ad-supported tier serves as a gateway for new users to experience the platform without commitment. This helps in building a large user base, some of whom eventually convert to paid subscriptions for an ad-free experience and additional features.
  3. Targeted Discounts and Promotions: Student discounts, family plans, and promotional offers (e.g., three months for $0.99) attract price-sensitive segments and encourage trials. Bundling services (like Hulu and Showtime with the Student plan in the U.S.) adds more value and appeal.
  4. Localized Pricing: Adjusting prices based on regional market conditions makes the service accessible to a global audience. This helps in capturing market share in diverse economic environments.
  5. Personalization and Value Addition: Personalized playlists, exclusive content, and high-quality streaming options add significant value to the Premium subscription, making users more willing to pay for the enhanced experience.
  6. Retention through Family and Duo Plans: These plans are cost-effective for households and pairs, encouraging group subscriptions and reducing churn, as users are less likely to cancel when multiple people benefit from the plan.
 

What makes their pricing strategy different from others?

  1. Freemium Model with Extensive Features: Spotify’s free, ad-supported tier offers access to its entire music library, though with ads and some limitations. So, this is an effective entry point for new users, which many competitors do not offer to the same extent. Furthermore, their free tier includes personalized ads, which help Spotify monetize non-paying users effectively.
  2. Bundled Services: Spotify’s student plan often includes additional services, such as Hulu and Showtime in the U.S., at no extra cost. This exclusive kind of bundling provides extra value compared to competitors’ student discounts.
  3. Flexible Pricing Tiers: The Family Plan, which allows up to six accounts, is competitively priced and includes additional features like “Family Mix,” a shared playlist based on the family’s listening habits. And, the Duo Plan is tailored for two people living at the same address and includes “Duo Mix,” a playlist that combines the listening habits of both users. This particular plan is especially unique among music streaming services.
  4. Regional Adjustments: Spotify adjusts its pricing based on regional market conditions, which helps Spotify capture a larger global market share compared to some competitors with more rigid pricing structures.
  5. Aggressive Promotions and Discounts: Spotify frequently offers promotions, such as three months of Premium for $0.99 for new users, which help convert free users to paid subscribers. These aggressive promotional strategies are more frequent and impactful compared to many of their competitors.
 

How did they do it? 

  1. Freemium Model Deployment: Spotify launched from the start with a robust free tier that provided access to its full music library with ads. This helped attract a large user base and familiarize them with the platform’s offerings. And by integrating personalized ads into the free tier, Spotify monetized its non-paying users effectively, ensuring revenue generation while maintaining a vast user base.
  2. Market Segmentation and Diverse Plans: Other than its premium plan, Spotify later introduced the Family Plan to cater to households and the Duo Plan for couples or roommates. These plans offered cost savings for groups, making it more attractive for multiple users to subscribe together. Furthermore, they also offered discounted rates for students with bundling to add value to budget-conscious younger audiences. 
  3. Global Expansion Strategy: Spotify tailored its pricing to fit different regional economic conditions, making it accessible in various markets and increasing its global footprint.
  4. Continuous Promotions and Retention Strategies: Spotify’s promotions are strategically timed to attract new users and encourage upgrades. Spotify also focuses on retaining users through continuous updates, user-friendly features, and consistent content additions, ensuring subscribers see ongoing value in maintaining their premium status.
  5. Innovative Additions and Future Plans: Planning the introduction of a HiFi tier for lossless audio quality targets audiophiles and adds a premium offering to their lineup. And, Spotify continuously works to announce exclusive podcast deals and partnerships with influential creators to draw users seeking unique content available only on their platform.

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Social impact ventures are not a charity: How Pricing can be a catalyst for change

In recent years, the concept of social impact ventures has gained significant traction as a powerful tool for driving positive change in society. Unlike traditional charity models, these ventures operate on the principle that social and environmental impact can be achieved through sustainable, market-driven approaches.

One particularly unique aspect of social impact ventures is their approach to pricing. While traditional charities often rely on things like donations and sponsors to fund their activities, social impact ventures leverage pricing strategies to not only sustain their operations but also drive meaningful change.

As a result, pricing can be a real catalyst for change with regards to social impact ventures. There are some real-world examples that we will explore in this article of companies that have successfully utilized pricing to achieve both social impact and financial success, showing that it is possible to achieve the best of both worlds.

Current Social Impact Model

There are many different social impact models that companies and organizations currently use depending on their goals, their size, and their structure:

  1. Donations: Some companies rely on donations to fund their social impact initiatives. These donations can come from individuals, other corporations, or foundations. And, they can be used to support various programs that benefit society in some way.
    Example: Charity:water is a non-profit organization that provides clean and safe drinking water to people in developing nations by relying heavily on donations to fund their projects. 

  2. Sponsorships: Through sponsors, companies can promote social impact initiatives and events to support causes aligned with their own values and goals. In some cases, sponsorships can go beyond providing financial support and actually help raise awareness and generate goodwill among the general public.
    Example: Patagonia is a prominent outdoor clothing and gear company that actively sponsors various environmental initiatives that align with their core values of sustainability and conservation. For instance, they have worked with the “1% for the Planet” initiative, where they commit to donating 1% of their sales to environmental causes.

     

  3. Break-even: Some organizations will utilize a break-even model, which is when the revenue from their products covers the costs of these social impact activities. This particular model is especially utilized by social enterprises with a strong focus on corporate social responsibility.
    Example: TOMS Shoes has a “One for One” program where they donate a pair of shoes to a child in need for every pair of shoes sold. The revenue generated from shoe sales is used to cover the costs of producing and donating the additional pair of shoes, allowing the company to sustain its social impact initiatives through its sales.

     

  4. Grants: Grants can be awarded from government agencies, foundations, or other institutions to organizations in order to fund their social impact initiatives. And, these grants are usually determined based on specific criteria and are intended to support community projects.
    Example: Teach for America (TFA) is a non-profit organization that recruits and trains recent college graduates and professionals to teach in low-income communities across the country. They have received substantial funding from government agencies, foundations, and other institutions that are vital for supporting their operations and expanding their reach.

And, these are only a few of the many different models that companies and organizations continue to use today to pursue social impact activities that align with their own values. In fact, many organizations actually even use a combination of these models to fund their initiatives and projects, so the choice of model largely depends on factors such as their mission, resources, and target audience.

Traditionally, these ventures have been viewed as purely charitable organizations, relying on donations and grants to fund their operations. But, one of the fundamental shifts that social impact ventures have brought is that these organizations can place an actual monetary value on the work they do. In general, there is a growing recognition that social impact ventures can generate scalable revenue through their activities and services. 

For social impact ventures, setting a price for their offerings is not only about covering their costs but also about understanding the value of the impact they create. Assigning a monetary value can actually serve as a vehicle to communicate the importance and effectiveness of their product and company to customers, investors, and the wider market. 

 

Scaling pricing can also scale impact 

One of the key benefits of developing a pricing model in social impact ventures is the potential to scale impact. By focusing on pricing to monetize their products, social impact ventures can not only cover costs but also generate revenue that can be reinvested to expand their reach and effectiveness.

Moreover, establishing a monetary value for their products allows social impact ventures to define the value of socially conscious products for customers and the market. This can also expand the value delivery of the venture by  helping attract a broader range of supporters, including customers who are willing to pay for the value they receive. As a result, these social impact ventures can establish value that goes beyond appealing to donors’ heartstrings or guilt. 

Finally, with greater financial resources at their disposal generated through their pricing and monetization, social impact ventures can reinvest in their own initiatives and their people. This can include expanding programs to reach more people, improving the quality of their products , or investing in training and development for their staff. Ultimately, scaling pricing can lead to a multiplier effect, where the increased resources and impact generated by social impact ventures create positive change on a larger scale.

For example, Benentech is a non-profit organization that uses technology to empower communities and create social good. They develop software solutions for various social issues, including education, disability, human rights, and environmental conservation. More specifically, Benetech develops and sells software products and services, such as Bookshare, a digital library for people with print disabilities. To access this service, they charge membership fees that help cover the costs of maintaining and expanding their offerings. Through this subscription-based model, Benetech generates revenue that is reinvested into the organization and used to support ongoing development, operations, and scaling of their social impact initiatives. This particular approach has allowed them to continue innovating and addressing critical social issues without relying solely on donations or grants.

One social impact venture that started as more of a donation based organization but later shifted to a for-profit is VisionSpring, which is a global social enterprise working on creating access to affordable eyewear everywhere. Different from a traditional non-profit, they sell radically affordable eyeglasses to people earning less than $4 per day. They originally began as a non-profit organization focused on providing affordable eyeglasses to developing countries,  relying on donations and grants to cover the costs of production and distribution. Recognizing the need for a more sustainable model, they began incorporating for-profit elements into their operations by selling eyeglasses at affordable prices through local entrepreneurs and vision centers. Thus, once they started generating revenue that could be reinvested into their operations, they began to expand their reach, improve their supply chain, and enhance the quality of their services. And, now, they are more of a hybrid model where they continue to accept some philanthropic support but mostly rely on revenue from sales to fund their activities.

So, by scaling pricing, social impact ventures can not only achieve financial sustainability but also amplify their impact, creating a more sustainable and effective model for driving positive change in society.

For social impact ventures, the traditional notion of relying on donations, sponsorships, and grants is being progressively challenged. As illustrated by various other success stories, pricing can indeed be a powerful catalyst for change. By utilizing pricing, social impact ventures can simultaneously achieve financial sustainability, scale their operations, and amplify their positive impact on society.

For instance, embracing a for-profit model does not dilute the mission of a social enterprise; rather, it can enhance its effectiveness and reach. Organizations like VisionSpring have shown that transitioning from donation-based to revenue-generating models can drive innovation, improve service delivery, and ensure long-term viability. Pricing strategies enable these ventures to reinvest profits into their missions, thereby creating a virtuous cycle of growth and impact.

In conclusion, social impact ventures can be dynamic enterprises that leverage market mechanisms to address social challenges. By strategically implementing pricing models, these ventures can not only cover their costs but also fuel their expansion and deepen their societal contributions. The future of social entrepreneurship lies in this blend of mission-driven purpose and market-based sustainability, proving that doing well and doing good are not mutually exclusive but are, in fact, complementary paths to transformative change.

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Uber Eats and the Revolution of Food and Grocery Delivery

Launched in 2014, Uber Eats is a leading online food delivery service that connects you with a diverse range of local restaurants, making ordering food as easy as calling a ride. As a result, the service acts as an intermediary between users and restaurants where customers can browse, pay, and place orders all through the one app. Today, Uber Eats operates in over 6,000 cities in 45 countries, bringing convenient food delivery to doorsteps worldwide. Generating $12.1 billion in revenue in 2023, Uber Eats serves more than 80 million users and over 800,000 restaurants. 

Since its emergence, on-demand delivery services have expanded, making it possible for consumers to place orders not only with local restaurants but other types of stores as well for the ultimate convenience. In fact, Uber Eats itself has expanded its platform beyond food delivery into grocery and retail delivery to offer users a wider range of products available for a quick delivery. For instance, Uber Eats partnered with Albertsons Companies to deliver groceries from various brands under its umbrella, such as Vons and Safeway, so that customers can order groceries online and have them delivered to their doorstep. Other stores that are part of the Uber Eats platform range from 7-Eleven to Drizly to Petco, offering users access not only to food items but more.

 

The food delivery industry in general is part of the larger on-demand services market that has grown rapidly over the past few years. Just between 2017 and 2022, the industry’s revenue surged from $230 billion to $760 billion, reflecting a growth rate of approximately 230%. This includes meal delivery from restaurants, grocery delivery from markets, and more. The primary business models involved are platform-to-consumer (like Uber Eats and DoorDash) and restaurant-to-consumer (like Domino’s and other chains who work through their own delivery service platforms). Due to its rapid rise as well as the surge in the number of players involved, this industry has become highly competitive. The major competitors in the U.S. for Uber Eats include DoorDash, GrubHub, and previously Postmates before it was acquired by Uber. Uber Eats also has international competitors such as Deliveroo in the UK, Meituan Waimai in China, and Just Eat Takeaway throughout Europe. 

 

 

One key part of this industry is the participation of both restaurants and the drivers themselves. These are all people that both Uber Eats and their competitors have to pay, contributing to what Uber Eats eventually charges its users and impacting their unit economics. So, their participation also influences the general pricing strategy of these services. 

With so many players involved, there are some key factors for competition within the industry to keep in mind. Pricing and promotions lie at the heart of this competition with constant active pricing action, competitive discounts, free delivery promotions and campaigns, as well as various loyalty programs set up to attract and retain customers. Each service offers their own subscription services as well to offer additional benefits to regular users. 

These big players are also looking at technological advancements to gain a competitive edge. This entails investments in tech such as AI for route optimization, personalized recommendations, and efficient order management systems. They are also constantly exploring innovations such as autonomous delivery vehicles and drone delivery to make their processes more efficient. 

These services also strive to secure exclusive partnerships with popular restaurant chains, promoting exclusive discounts only available to their own services. Furthermore, they compete with each other for collaborations with grocery stores and retailers to expand beyond food delivery and reach other customer segments.

Target Consumer Audience:

The overall target audience for Uber Eats includes a diverse range of customer segments who ultimately seek convenience, variety, and quick access to food. 

  • Geography: Urban dwellers, which include young professionals, students, and families, and families living in cities, typically use these services the most for quick meal options due to limited time for cooking. Uber Eats in particular is the leading service in large urban markets, such as Los Angeles and New York City.
  • Profession: Uber Eats specifically targets busy professionals who have demanding work schedules and need time-saving meal solutions with fast and reliable delivery. 
  • Age: Another targeted customer segment includes younger millennials and Gen Z individuals because they are tech-savvy and value easy access through mobile apps, diverse food choices, and social sharing features, allowing them to order meals for social gatherings, study sessions, and casual dining. 
  • Health & Wellness: Uber Eats even caters to health-conscious consumers by promoting access to healthy and organic food options and providing nutritional information along with special dietary accommodations (e.g. gluten-free, vegan). 

As a result, the target consumer audience for Uber Eats is vast, which is why it has been able to expand not only nationally but globally and reach new audiences.

 

Current Pricing Plan:

Uber Eats currently employs a multi-faceted dynamic pricing plan that includes various components in order to cater to different customer needs and preferences. All of their pricing includes variable delivery fees that dynamically change due to factors such as distance, demand, and the restaurant itself, ultimately ranging from $0.99 to $7.99. And, during peak times and/or in high-demand areas, Uber Eats will implement surge pricing and delivery fees will increase. Additionally, Uber Eats charges a service fee as a percentage of the order subtotal to help cover operational costs and platform maintenance. And, in some cases, Uber Eats may also charge a small order fee for orders that fall below a specific minimum amount.

In general, Uber Eats currently implements dynamic pricing to respond to shifting market demands. These real-time adjustments are based on algorithms that consider several variables, including demand, supply, and market conditions. Collecting vast amounts of data from various sources and using advanced analytics tools to process this data, Uber Eats can gain insights into demand patterns and price elasticity constantly that can help shape their own pricing on a daily basis. As a result, they use real-time data feeds and optimization techniques to maximize revenue, balancing supply and demand efficiently. 

And, in November of 2021, Uber Eats introduced a subscription service called Uber One that is a monthly service priced at $9.99 per month with benefits including $0 delivery fee, member pricing, frequent discounts, and cancellation flexibility. So, access to the subscription service can eliminate many of the fees that are typically charged with your order. 

For the restaurant-specific pricing, the restaurants themselves are fully in charge of setting their own prices on the Uber Eats platform, so this can differ from in-restaurant prices to account for the cost of delivery and their own service fees.

 

How Their Pricing Has Evolved

Uber Eats’ pricing strategy has materially changed over time. When it first launched, the platform often used a flat delivery fee model, charging a consistent fee regardless of distance or order size along with no additional service fee since the delivery fee covered the cost of the service. However, eventually they moved from flat pricing to variable delivery fees and service fees as the service expanded, accounting for factors such as the distance between the restaurant and customer, the time of day, and local demand. Thus, their pricing strategy became more flexible to account for a diverse variety of factors when an order is placed. 

Then, Uber Eats began implementing surge pricing during peak times and in high-demand areas, increasing delivery fees further. They also worked to encourage larger orders by adding the “small order fees” for orders below a certain threshold. This indicated another shift from a variable pricing plan to dynamic pricing in order to account for demand differences and to capture revenue surges in demand. So, this involved using a lot of data and technology to adapt pricing in real time based on price driver factors.

They then added a subscription layer to their pricing by launching their subscription service Uber One, which could help build customer loyalty and provide savings opportunities for frequent users. Thus, this helped with more recurring revenue and retention.

Due to the highly competitive nature of the industry, Uber Eats constantly tweaks its pricing in response to competitor pricing, responding to the shifts in unit economics. They also constantly spend resources on discounting and promotions while expanding value-add services (e.g. groceries) to retain and attract customers who may be swayed and tempted to utilize other food delivery services instead.

Why is their pricing strategy effective?

  1. Dynamic Pricing: Uber Eats incorporates variable delivery fees and surge pricing so that they can adapt constantly to changing demand and supply conditions. These increased fees help them manage demand and incentivize drivers to be available. It also ensures that they can maintain profitability during periods of high demand by covering additional operational costs, so their dynamic pricing allows them greater adaptability than their initial flat delivery fee model.
  2. Transparency: Uber Eats provides customers with a clear breakdown of all of the fees included in the final cost before they place them in order to build trust and reduce the likelihood of negative surprises. As a result, this improves the overall customer experience as clear communication helps them understand what they are paying for, enhancing the perceived value. 
  3. Introduction of a Subscription Model: Their Uber One subscription service offers tangible benefits like $0 delivery fees and reduced service fees for a monthly fee. This encourages frequent users to subscribe, increasing customer loyalty and recurring revenue. Additionally, subscribers feel they are getting a good deal, especially if they order frequently, making them less likely to switch to competitors. Furthermore, because this subscription service is a membership for both Uber and Uber Eats, it provides benefits beyond food delivery and accesses a larger customer base.
  4. Regional Adaptation: Adjusting pricing based on regional market conditions, local competition, and cost variations ensures that Uber Eats remains competitive and attractive in different areas. And, by tailoring pricing to local economic conditions and consumer behaviors, Uber Eats can effectively penetrate new markets and expand its customer base.
  5. Operational Efficiency: Service fees and small order fees help cover the operational costs of running the platform, ensuring sustainable operations. These small order fees also encourage customers to increase their order size, which can improve efficiency and profitability by reducing the number of small, less profitable orders.

What makes their pricing strategy different from others?

  1. More Pricing Flexibility:  Uber Eats leverages surge pricing more prominently than some competitors. This approach adjusts delivery fees based on real-time demand, which helps manage peak times and incentivize more drivers to be available. And, their use of data allows them to implement dynamic pricing, which typically requires a lot of data computation and modeling. So, their flexibility from their dynamic delivery fees allows Uber Eats to optimize revenue and service availability.
  2. Comprehensive Subscription Service: Because their subscription membership is an all-in-one membership for both Uber and Uber Eats, users can become a member for savings and exclusive perks for both services. This increases the perceived value of the subscription compared to the subscription services of competitors and offers unique benefits connected to their ride-sharing platform. 
  3. Willingness to Make Changes: Uber Eats has constantly worked to adjust their pricing and pricing strategy as needed, adding new fees as value is created and consumed by users. So, their approach in embracing changes has allowed them to focus on capturing their value in their prices and maximize profit. 
  4. Extensive Promotions and Discounts: UberEats frequently offers targeted promotions, discounts on first orders, seasonal deals, and referral incentives. This proactive approach to promotions helps attract new users and retain existing ones. Also, this willingness to test pricing through promos and discounts showcases their willingness to adjust their pricing strategy and respond to developments in the industry as they arise.
  5. Seamless App Experience: The UberEats app is known for its user-friendly interface, live order tracking, and easy payment options. These features enhance the overall user experience and justify the pricing model. Also, due to the similar design and layout to the Uber app, there is continuity in their branding that creates a sense of familiarity for new users. 
  6. Expanded Delivery Services: Beyond restaurant meals, UberEats has expanded into grocery delivery, alcohol delivery, and retail delivery. This diversification of services creates additional revenue streams and attracts a wider customer base.

How did they do it? 

  1. Targeted Promotions and Discounts: 
    • First-Time User Discounts: UberEats attracted new users with significant discounts on their first orders, making it easy for potential customers to try the service at a lower cost.
    • Seasonal and Special Promotions: The platform regularly offered seasonal promotions, holiday deals, and limited-time discounts to encourage more frequent ordering and boost customer retention.
    • Referral Programs: UberEats incentivized existing users to refer friends by offering discounts or credits to both the referrer and the new user, effectively expanding its customer base through word-of-mouth.
  2. Fee Breakdown Explanation: Detailed explanations of the various fees were provided in the app and on the website, helping customers understand the value they were receiving for the price paid. This transparency helped build trust and reduce potential friction points that typically come with price increases.
  3. Subscription Service Marketing: To entice users to try Uber One, the company offered free trials or discounted introductory rates, allowing customers to experience the benefits before committing to a monthly fee.
  4. Strategic Partnerships and Exclusive Deals: UberEats partnered with popular restaurants and chains to offer exclusive deals and promotions, which were heavily marketed through various channels. These partnerships not only provided value to customers but also differentiated UberEats from competitors by working with prominent chains such as McDonald’s, Starbucks, Chipotle, Sweetgreen, and more. And, by expanding into grocery and retail delivery, UberEats marketed itself as a comprehensive delivery service, offering more than just restaurant meals. This was communicated through targeted ads and promotional campaigns.
  5. Leveraging Technology and Data: Using data analytics, UberEats personalized its marketing efforts by recommending promotions and deals based on user behavior and preferences. This increased the relevance and effectiveness of their marketing campaigns. They also used the platform’s in-app notification system to inform users about ongoing promotions, subscription benefits, and new features, ensuring that customers were always aware of opportunities to save money.
  6. Cross-Promotion with Uber: UberEats leveraged its connection with Uber’s ride-sharing service to cross-promote deals and subscriptions, offering bundled discounts and promotions to users of both services. This strategy helped to tap into Uber’s existing user base.

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Why We Need To Embrace Complexity

laser lights

One of the hobbies we’ve (rediscovered) since the start of the COVID-19 pandemic has been making Lego sets. 

Since none of the Legos were organized, we would take our big box of Lego mixed with several sets from Star Wars to basics, a Lego instruction guide (luckily we saved all of those), and started to build. 

It is a very tedious process – great for situations where you have to stay at home- where we would go step-by-step in the instructions looking through the big box of blocks looking for the right pieces. 

We’d discover pieces from old block sets, and of course the oddly detached arm or head from the Lego characters (don’t ask why).  

As we progressed, there were a fair number of times that required improvisation – right block but wrong color. 

We did not have “perfect” sets, so we had mechs that had only one arm or an AT-AP that had blue legs. We’ve slowly amassed a collection of Lego sets of incomplete figures and sets. 

Getting it right is complex. What we were building is complex. To build what we wanted to create takes a lot of input and instruction to get there. 

Complexity is good and we should embrace complexity. 

 

Complexity Makes Us Unique

In many of our conversations with founders, the question is often centered on getting to point A to B faster. It’s about what’s the answer. 

The actual answer and the reality for most is the achievement of the “10-year-old overnight success”. 

Building success is complex and requires knowing what pieces are needed, how to manage those pieces, and to do that well over time, which often means many adjustments and changes along the way. 

This is because solving hard problems is complex. 

If we use venture capital math (see this great video by Hustle Fund co-founder and partner Elizabeth Yin for a great guide on VC math), 90% of the companies in the average VC portfolio are destined to fail. This is built into the investor’s model. 

Money helps, but even the investors putting money into your company expects most to fail.  

The real jewel is not in eliminating complexity, but in understanding how to navigate and take advantage of complexity. 

This was the beauty of the Apple iPhone, a pair of Allbird shoes, and email marketing software by Mailchimp. None of these products or services is easy to make or deliver. 

The ease of use for the end-user should not be confused with making removing complexity. Quite the opposite. This adds another level of complexity that when done right, adds to the moat of competitive advantage these companies aim to create. 

 

Complexity Is The New Normal

If COVID-19 has taught us anything it’s that change can happen in an instant. Whole economies, human movement, and interaction can be shutdown without warning. 

It also taught us just how resilient our businesses are, and in many cases what is needed to make our businesses more resilient – if not thrive – in the future. 

As our society and economy begin to slowly reopen how we adapt to this new normal will depend on how we adapt to the complexity of the new rules of the game. 

How businesses operate, interact with customers, and grow will evolve. In many instances, businesses will no longer be recognizable to the world before the pandemic. 

We are quickly moving from simple adaptation to the swiftly implemented shelter-in-place rules, to looking to the foggy future to determine what’s next for our businesses. 

This starts by understanding shifts in our inputs.  

 

Shifts In Inputs 

In our world, we think of inputs as the drivers of decision-making. 

How well we collect, understand, and assess improve the decisions we make. This is true with how products are made, what markets to enter, and how we price and monetize our products. 

This is not an easy process, and many will do little if any at all to sufficiently collect the inputs needed to make necessary decisions. 

In the new normal, it is vital to understand how these inputs have changed for our customers not only in their personal and professional lives but also in the context of our products and services. 

Learning whether the customers we believed were our “ideal” customers is still valid. If so, then what do they expect to change in how they consume our products and the perceptions they have for our category. 

While there is much higher-level evidence for what is shifting in the market – such as the acceleration of work-from-home and eCommerce spending – what is less clear for many businesses is what does that mean to them and what decisions to take. 

Take for example a VR software company we were asked to advise on for their pricing strategy. With shelter-in-place, more people were consuming digital media more than ever and demand for more content was as high as it has been in recent memory. 

There was pent up demand for more and new. Yet when this company conducted customer research, they found that more than 45% were not willing to spend more than $5 per month for a new premium VR software the company was looking to launch. What happened? Didn’t the pandemic create pent-up demand? 

This research led the company to reconsider who really is their customer. They re-evaluated what components of their offer – both the basic and premium software packages – needed to change to align with the needs and willingness to pay of those customers. 

For this company, better inputs helped to reframe the questions that needed asking and re-focused the path the company would need to take. 

This enabled the company to then shift focus to the business model. 

 

Rethink Business Models 

When looking back at past market-shifting events and downturns, are shifts in business models. This includes businesses changing models altogether or for others the creation of new business models. Two prominent examples are the rise of freemium and subscription-based models. 

Market-shifting events create new perceptions of what is essential, and what customers are willingness-to-pay for and how they want to pay. These new realities make it critical for businesses to rethink their business models.

For the VR software company, collecting and assessing inputs during a pandemic raised important questions about the business model they looked to pursue – a new subscription model. 

Pursuing a new business model made sense for the company. The benefits of a subscription model for the company included more predictable recurring revenue, more customer “stickiness”, and a business model potential investors have grown to like. 

Except the company learned their customers did not understand the subscription as it was packaged, and this changed their willingness-to-pay and perception of the price. This insight put into perspective what potential challenges and requirements exist in marketing and converting these customers.  

Changes to the business model will be needed. The new normal requires it. But now we take the complexity of the today, and form decisions enhanced with greater clarity 

 

Reduce Dependencies

In the decisions we make navigating complexity, getting from A to B requires dependencies. 

These dependencies are there assumptions or requirements to move the ball forward. 

Sometimes there are external dependencies such as changing regulations and pandemics. Others are created internally, by businesses. 

How many dependencies does your business have, that are not all necessarily in your control, to move from X to Y? 

Just a few months ago, the playbook to build a growth company was to build an MVP and then raise capital. 

The new normal shifted this goal post, and for many startups, this is a dependency your business may no longer be able to count on. 

Investors are looking for more strength in companies as a business. Is there revenue, real revenue that can grow without a constant refresh of capital? Do customers really need and want to pay for your product? 

Even prospective hires are reevaluating the companies they may or may not join. With instant layoffs at smaller companies and startups, and even the larger scale cuts in well-capitalized companies (see Airbnb), the rules are changing. Stability or a demonstration of future stability (usually by achieving financial independence) is going to be a must. 

Businesses will need to adapt and create even more strength in the organization they build. One of the ways to do that is by reducing how many dependencies your business has to move forward. 

There are potential trade-offs such as raising less capital or growing at a slower rate. But today’s world is forcing leaders to ask, “what are you building, and is it strong enough?”. 

 

Final Thoughts

The COVID-19 pandemic put a spotlight on the challenges ahead of us. Rather than run from complexity, these difficult times allow us to embrace complexity and create new opportunities. 

Those companies that are agile in how they re-examine and re-think their businesses will be better positioned to manage the complexity ahead. 

The rules of the new game have yet to be written, but waiting for certainty and simplicity will quickly dilute any differentiation created to date, and reduce opportunities to accelerate new competitive advantages in the future. 

How are you navigating the complexity of the new normal? What challenges is your business facing managing complexity? Let us know what you think!

 


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Build Your Financial Independence Strategy Map (Part 2)

Direction map

TL:DR

  • Achieving financial independence is going to be a core competency and competitive advantage in the coming decade.
  • Startups need to design the map they will use to achieve the financial independence right for their company and objectives. 
  • Working on the core components of financial independence empower startups with greater maneuverability to build stronger businesses and increase their attractiveness to investors and stakeholders. 

In our last post, we discussed the rise of financial independence as an important theme we will hear more about in the coming decade.  Startups are increasingly assessed (and scrutized) as more than a center of innovation, but as a business capable of delivering disruptive innovation and technology. 

That does not mean startups and founders have to go it alone. 

In the second part of our financial indepedence series, we share a guide on the core components to building a financial independence strategy , and how to start making decisions to help you achieve this critical competitive advantage. 

 

Navigate Your Strategy With A Map

For most startups, going it alone isn’t as easy as Prince Harry (who had a tidy trust fund to fall back on) or Princess Meghan (who was an established and capable actress who had her own career prior to joining the royal family). 

Creating a financial independence strategy requires a thorough assessment to form a plan forward. To help the process we outline four important components of financial independence to assess and work towards. 

 

1. Define the strategic intent 

Financial independence – if achieved – is liberating and empowering, but the question leadership teams should be asking is why does your company need and want it? 

There are many reasons why a company strategically chooses financial independence, including controlling how the company will grow and monetize, whether to take external capital (and need to take more again in the future), or set the company up to quickly seize future opportunities. It is vital to understand how the company will look in 2, 5, and 10 years into the future and how this strategy will materially impact the company. 

The other part to this assessment is about execution – to define what it takes – time and resources – to achieve a financial independence strategy. Are there skills, people, product development, capital, or other resources that are required? How will the company acquire what it needs? What are blocks within the company to commit to this strategy?

These are hard questions that require more than soul-searching but a rigorous assessment of known information to drive a conclusion. The goal is not creating absolute certainty of the future, but to envision the pathway to the future your company wants to create.  

 

2. Rigorously design and test the business model

At the core of the financial independence strategy is a defendable and sustainable business model. One of the top 10 reasons for startup failure is a product without a business model. This is a risky way to build a company, and one that takes the company further away from financial independence. 

In our experience, the best business models are rigorously designed and tested. This means creating hypotheses about what business models are relevant to the company’s value proposition and objectives. This is followed by an iterative process of testing, refining and testing again. 

Ideally this process starts from the very beginning, but for companies that are a year or more into existence, tend to use the business model they started with – often adopted from another “comparable” company – and do not work on this. 

No company is “stuck” to their business model, especially if it does not get them onto a path that will lead them to financial independence. What is crucial is that the business model is built around the value delivered to customers and is aimed towards financial independence. Companies can be creative, and draw from outside their traditional industry, as long as they design the model right for their company, product, and customers. 

 

3. (Re)gain pricing power

One of the challenges to a successful financial independence strategy is the loss of pricing power. As value is given away through poor pricing, companies need to offset the per unit revenue loss with increased volume or customer acquisition. This is a challenging (and costly) calculus to manage when pursuing financial independence. 

Companies that are often best positioned for financial independence are those that have strong price management. This includes now the billion-dollar public company Atlassian to designer water bottle brand S’well (with more than $200M in sales), to mainstream companies such as Apple and Netflix. 

Gaining pricing power is not only vital for any financial independence strategy, but creates a unique competitive advantage to do more with pricing to win new markets and customer segments

Pricing power is not just the output (price level), but is the pricing strategy and pricing design created to extract the right monetary value, for the right customers. This is a process that market leading companies are constantly working on to master, and one startups can start on right now. 

 

4. Leadership driven, stakeholder supported

Any pursuit of financial independence starts with the leadership team. It can be a leadership team of one or many, but there needs alignment on why a financial independence strategy is necessary and the steps to get there. 

The importance of leadership goes beyond strategy and philosophy, but also in decision-making. Companies are faced with trade-offs, where decisions must be made on deals or opportunities that can impact the pathway to financial independence. A disciplined and aligned leadership team is better positioned to navigate these situations than those where there is fragmented and compromises lead to further complexity. 

In addition to leadership, is the support from other company stakeholders which include team members, investors and advisors. Pursuing financial independence can change the way the company does business, makes decisions, and the results achieved. Having the entire team rallied around the strategic intent is critical. Having the conversation early and often is required. 

 

Final Thoughts

One important theme that will rise in the new decade is the need for financial independence, and the action (or inaction) companies take to adopt and achieve this strategy. 

Growth at all costs is no longer the only way to build companies and create markets. Instead more fundamentally strong companies focused on financial independence are on the rise. This trend will continue as scrutiny increases on companies to not only build incredible products, but to build busiensses that support the development of more products well into the future. 

To ensure companies are better prepared, it is vital that they receive the right support to develop right building blocks.  Like building a company, financial independence is a process, but one that can empower companies and founders to realize the vision they set out to build for years to come. 

 


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The Theme We Will Talk About In The New Decade (Part 1)

theme financial indepedence

TL:DR

  • Growth without pathways to financial sustainability are no longer tenable (and tolerated).
  • Startups need to work towards designing achievable business models that support greater financial independence.
  • Greater financial independence will give entrepreneurs longer horizons and maneuverability to build stronger companies.

 

Earlier this year, Prince Harry and Princess Meghan announced they were “stepping back” from the royal family. One of their reasons is because they wanted to secure their own financial independence. Across the covers of pop culture publications and UK news outlets, the decision (and the subsequent happenings) shook the world. 

They were not only distancing themselves from public money subsidized roles they had as royals, but wanted to create flexibility and dictate their own path forward which includes where they live, what they work on, who they are accountable for, and how they spend their time. 

For the prince and princess, they wanted to decide their destiny and they knew the pathway to achieving this was securing financial independence

 

Shifting Tides

Increasing uncertainty and scrutiny was a theme we highlighted at the start of last year, and throughout the year, we saw increasingly greater scrutiny of startups, their business models, and the rationale justifying their financial viability. 

We had “untouchables” like WeWork get to the brink of an IPO only to find itself withdraw its bid to go public, get devalued, and layout staff. Less extreme events include companies such as Postmates pull back from IPO plans, and a slew of other startups who delayed potential scrutiny of their businesses.

 

Pressure from public markets

Companies such as Casper – which was losing $342 per mattress sold – went public but at third of their private market valuation

Other unicorns from Peloton and Slack, have not fared much better as public companies. Part of the reason is new pressure about their financial performance, and defensibility of their business model they otherwise did not face as private companies. 

Yet the challenge to even get to this stage (IPO) these days is unicorn status ($1 billion private market valuation or more). This creates an odd paradigm. To reach the level needed to go public, requires the capital and growth of a unicorn, but the type of business needed to reach that status may not be able to sustain the scrutiny of non-private investors and stakeholders. 

This creates a direct challenge to the defensibility of the business from the value proposition to its business model.

 

Stress on business models

The pressure is not only on companies on the brink of an IPO. The start of this new year has seen even more companies finding themselves re-evaluating themselves as a business, and starting with cost-cutting to ease some of the financial burden of their business model and go-to-market strategy. 

Unicorns such as Bird began reorganizing themselves. They laid off staff and pulled out of markets to rationalize their business operations. Bird competitor Lime also did their own round of cost cutting by laying off 14% of staff and pulling out of 12 markets.

But this business rationalization is not limited to scooter companies. 23andMe, Playful Studio, Oyo and countless more unicorns are also going down this path.

Simply put, many companies have been defending the capital they currently have because of uncertainty to access more capital in the private markets, but fundamentally their businesses are not built to make enough money to sustain itself. So these companies need to make the capital they do have go further than originally planned, and find ways for their business economics to work better for them in the short and long term. 

Marketing expenses are increasingly getting unsustainable. Take Unicorn a scooter startup founded by Tile founder Nick Evans, who had to close down his company due to unsustainable acquisition costs. Evans states,  “Unfortunately, the cost of the ads were just too expensive to build a sustainable business.” They not only closed the company, but did not have the capital to fulfill the 350 orders they did receive from customers for their scooters. 

Popularity shouldn’t be confused for viability. And a core component of viability is, at minimum, a reason to believe there is pathway to financial independence and build a company that is building a business, not just a product. 

 

Positioning For The Future: Financial Independence

With ever increasing visibility and scrutiny on startups, a growing theme we will hear is the need for, and decisions-made to help companies achieve financial independence. 

Does this mean financial independence means profitability? Eventually. 

Financial independence is a process and mindset, as much as an outcome. Being on a pathway to achieve financial independence is a function of the systems and processes created and put in place, led by a disciplined leadership team. 

There is an intentional-ness to financial independence, because it is a goal for leadership teams to work towards. Pursuing financial independence also has significant implications on how the business operates including: 

  • How the business will make money;
  • Expectations on growth (trajectory and speed); and 
  • Resource requirements to scale. 

Ultimately, financial independence means companies have created a business model and path where it can still materially grow and create markets, but also achieve its own profits. 

Financial independence enables companies to have a wider array of strategic and tactical options today and into the future. This includes the resources available to invest in the team, new business and product opportunities, and partnerships. This also involves the capital and investment that must be raised and secured. 

In the end, when a company pursues financial independence they are looking to create scalable revenue and profitability engines that decrease the need to seek outside capital, and the expectations that come from external stakeholders. 

It is important to note that financial independence and seeking external capital or investment can coexist. One example where both can be achieved is 1Password, a cloud-based password management platform. 

1Password pursued financial independence since the very beginning. They built a self-sustaining business that was profitable, and remained profit for more than a decade. 1Password had 1 million users, and 50,000 customers paying for their enterprise solution (Enterprise Password Manager) including 25% of the Fortune 100. 

They built an impressive track record, and after 14 years since its founding, 1Password decided to take outside investment ($200M). The decision was strategic and intentional – to help pursue specific growth programs and objectives.

Financial independence is not going to be top of mind for everyone. As stated earlier, this strategy is created and led from the top. This is true for young companies and mature growth companies alike. 

 

What’s Next?

Achieving financial independence will be a core competency of startups in the new decade. Startups will be expected to demonstrate their business acumen more than they have in the last decade. For external stakeholders such as investors, startups building financial independence capabilities today will not only help increase growth efficiency, but will create a stronger portfolio of companies. 

Where do we go from here? 

To help companies evaluate what financial independence means for them, our next article will outline the core components to build a financial independence strategy map and how to navigate the process. 

Is your company on the road to financial independence? How does your company think about financial independence? Let us know what you think! 

 


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Return of the P-Word

The headlines have been rough for growth startups in recent months (insert link about WeWork). 

It has been particularly challenging for growth startups and their investors looking to take their company public. For what were once the darlings of the investment, tech and media worlds, suddenly the music has started to slow, if not stopped (see Postmates). 

In some ways we’ve now reached a peak when you have a twitter battle between a prominent investor and a professor on the merits of these companies’ existence and prospects of survival. It turned ugly (or entertaining depending on your seats) when they started to make wagers online to show “skin in the game”.  

No, this post isn’t a takedown of VCs, WeWork, or any other VC-backed growth company. 

What is rising from these debates is something more subtle and important – a discussion about how businesses are grown and their pathway to profitability or the “P-word”. (Sorry, I know many were expecting me to say pricing, but we’ll get to that) 

Let’s go over how we got here and what to consider when thinking about the profitability question for your business. 

 

How Did We Get Here? 

A big part of the current debate has been around the strength of high-growth companies as a business. The concerns raised ranges from corporate governance, culture, business model and, yes, profitability (or any hope for profitability).

Many of these companies such as WeWork has through capital by investors with a “grow at all costs” strategy. Through this strategy many business fundamentals have fallen by the wayside. Greater scrutiny of how companies have developed as a commercial enterprise, beneath the veneer of technology, innovation or disruption – has been a deeper look into how, if ever, their business model will enable the company to ever make a profit. 

For anyone following how these high-growth startups that did make the leap in the public markets by IPOing has not fared as well as they did in the private markets led by venture capitalists. The price the public market is willing to pay has differed considerably to the private markets. The exception appearing to be those companies with lower profiles but are profitable. 

Despite all the bad rap many VCs and investors have been getting as of late, not all use the same strategies. Many are equal-parts about innovation, growth and basic business fundamentals. 

 

Why is Profitability Important? 

Profitability or at least the pathway to profitability asks some fundamental questions about the company. It looks at how the company is run, and will be run into the future. It’s not just about managing costs, but how equipped (and aware) the company is to capture and defend revenue growth opportunities. 

Pathway to profitability of course looks at price. Many of these companies operate in highly competitive markets with new competitors emerging. To combat this competitive environment, many entrepreneurs engage in unsound business practices such as price cuts and discounts to acquire customers. This possible because investors are willing to subsidize them and this strategy. Unfortunately, the reality is this is not a sustainable strategy to keep customers.

Evaluating the pathway to profitability raises fundamental questions about any business, and whether the business model actually works. It is is incredibly insightful into not only the current state but also where the company will go. That’s why the question around profitability is so helpful when evaluating a business and its leadership. 

 

Ways To Consider The Profitability Question Properly

Consideration #1: Remember, it is your choice, as the founder/entrepreneur, on how you want your business to grow. 

There are tradeoffs for any decision you make as a business leader. Being aware of how you want your business to grow will define the commercial strategy you pursue. This will define what pathway, if any, to profitability your company will or will not have. 

Those founders such as Katrina Lake of StitchFix, Eric Yuan of Zoom, Ethan Brown of Beyond Meat created innovative, high value companies that are profitable. 

For those who believe you can not achieve unicorn scale and be profitable look at the incumbent in WeWork’s market – IWG. It’s possible, but it takes leadership to steer the ship in that direction. 

If you are raising capital, this why the best investors always recommend founders to do as much due diligence on the investors they are seeking funding from. Everyone has their own definition of growth and success so understanding and making an informed decision is critical. 

All this requires asking yourself the hard questions. This is both empowering and frightening at the same time. Many entrepreneurs are stuck in a chicken or the egg game, where they need capital to launch or grow, but may want to grow more slow and steady. 

 

Consideration # 2: You need to build the right business model for a pathway to profitability.

There is no cutting corners on the building the right business model. It takes research and rigor to determine what model will best position your company for growth and profitability. 

One of the most common realization companies face early and often is most customers don’t want to buy their product.  This is usually a product of the data they are collecting, but more importantly the data they are not collecting. 

To make better decisions on the business model, this means collecting the right information about the right customers. You need to know what elements of your product is delivering the most value that customers are willing to pay for. You need to know what is not working in your business model, and what to build (or not) build to achieve the optimal value exchange (you give them your product, and they pay you for it). 

When you are not looking at the right customers, they are making you focus on the wrong things. So when you do invest in marketing or branding, you are making a decision on two unrelated things; which can be a costly exercise. 

 

Consideration # 3: Pricing matters.

When most founders think about profitability they look at two big metrics – revenue and cost. Except when they think about that revenue figure they only see one side – volume. 

It is often taken for granted that revenue is made up of volume AND price. This means there are two powerful levers companies can use to influence revenue and therefore your pathway to profitability. 

In a survey we conducted of more than 100 startups from pre-seed to growth stage (Series C and later), only 31% were highly confident their prices reflected their customer’s willingness to pay for their product. In the same survey, more than 45% stated they were unsure whether their customers are willing to pay more for their product. 

This is a lost opportunity for companies looking to build or accelerate their pathway to profitability. But it still remains one critical thing they can do today to change course. 

 

Consideration # 4: It’s harder (and more expensive) to create profitability using a model not designed for it.

The challenge to pivoting towards a profitability mindset is both structural and psychological. The structural challenge is that the team and the way of growing has increasingly been engrained in the way of working. Targets and incentives have been designed around this. 

When the goal has been to grow month-on-month 100%, but due to a shift in the business model or go-to-market strategy, growth “slows” to 70%. Is that bad? How does the team and stakeholders react? 

That’s when the psychological forces kick-in. As founder and CEO of Bird – the unicorn scooter startup – Travis VanderZanden says, “I’m an ex-growth guy, and sometimes it’s painful for me”. 

Profitability is slower and at times, feels like more work. It’s easier to find ways to fill all the seats in a restaurant, until you realize you made no profit and have no money to pay your suppliers and staff. In the long run, the work to install earlier components for profitability will pay off. 

 

Consideration # 5: Creating (and achieving) a pathway to profitability creates a buffer to any economic downturn.

It goes without saying that when your company makes money – profit – it will put you in an enviable position in the event the economy goes south and what was more plentiful capital starts to get harder to come by. 

More important, as an entrepreneur, you have the confidence in knowing you have a business model that can self-produce resources (read: money) needed to weather more difficult economic climate. 

 

Final Thoughts

I recognize that these views may be a less popular perspective. It asks hard questions about the company and the foundation on which it is built (or being built). 

Many of these questions have not been answered or attempted to be answered. 

But more and more companies are facing the reality that no profits or no reasonable pathway to profitability is a difficult proposition to sell. This is true for startups that have raised billions, as it does to the new startup looking for its first customers and investors. 

There is increasing scrutiny to not only the innovation and product you are creating, but scrutiny of ultimately what you are trying to build: a for-profit commercial company. 

Profitability does not mean stifling innovation and disruption. Profitability means living another day to disrupt through innovation. 

It can be a hard pill to swallow, even for the most innovative and well-capitalized companies such as Dyson. Famous for their vacuums and fans technologies, Dyson has been working on a fully-electric automobile and allocated more than $2 billion for development and production. Yet after building a team of more than 500 employees, Dyson has abandoned the plan because it was not ‘commercially viable’. No one would argue Dyson is not an innovator or disruptor. 

While not all components of the business is developed and mature, it does mean the entrepreneur is ultimately responsible for knowing (or getting to the point sooner rather than later) how to build a commercially successful business. 

As history has shown, pathway to profitability is one thing that rarely gets turned around in a good way – or without enormous pain – when the foundational pieces are not developed and managed. 

 


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Fundamentals Of A Winning Business Model

At the core of every successful company is a strong business model.  

Your business model is the blueprint for how your business will make money (or not). But for many companies starting out, not enough time or effort is put into identifying the right business model for their business.

This can turn out to be a very costly mistake.

In a study by CB Insights on the top reasons why startups fail, a top ten reason (coming in at #7) is going to market with a product without a business model

It doesn’t have to be this way.

Designing the right business model for your company, product and goals are very much in your control. From our experience working with fast-growing startups to global corporations, we cover core elements to building a successful business model.  

 

What Is A Business Model?

Let’s level set by making sure we understand what a business model is, and is not.

According to John Elkington and Richard Johnson, “business models are what connects technology potential with real market needs and consumer demand”.

Another definition from management theorist Peter Drucker is that a business model is “assumptions about what a company gets paid for”. 

So there are two vital parts to understanding what a business model means for your business:

  • A connection between your product or services and the needs of your customer and market; and
  • A structure that defines your customer’s willingness to pay.

This is important because to build the right business model it will depend on how much we know about our customer, market, value proposition, prices, and financial requirements and resources.  

This requires information – the right information – to help us assess and inform the right business model for our company.

No small task, but all work within your control.

 

Why Your Business Model Is Critical To Your Company’s Success

Entrepreneurs and businesses understand that they need a business model, but too many do not understand what makes a good business model for their business.

A good business model answers core questions about how your business will operate, as well as the viability prospects of the company. A great business model creates a competitive advantage embraced by customers and differentiated to the competition.

Given the high stakes, your business model should not be left to guesswork and chance.  

 

Create and deliver value: How you bridge the gap between your solution and customers

Why your customers need a new product – more specifically your product – is not always obvious. This is especially relevant for new technologies and innovations.

Your business model is the bridge between the solution your company offers, and the needs and willingness to pay of customers. It is how customers make sense of your value proposition and the pathway to acquiring the proposed solution. 

 

Financial viability: How your company makes money

At the core of any business model is how a company intends to make money and profit from its products. The quality of the business model for a company and its product reflect whether enough money will be generated (read: profits) to achieve viability.

The business model also reflects how well the company understands its customer and market, to make a commercial enterprise capable of generating revenue and eventual profits. If the business model isn’t right, this can wreak havoc on the financial viability of your company.

 

Strategy: How your company wins customers and the competition

Too many companies – big and small – have a tendency for a ‘follow-the- leader’ mindset when selecting a business model. This can be an actual market leader with a commanding market lead and is setting perceptions on the value and prices.

Then there is the perceived market leader, where within an industry – often in nascent or technology-driven industries – there are companies competing with one another despite the vast majority of prospective customers don’t know the company let alone the value proposition or pricing competitors.

What this means is there is business model complacency that occur for many companies, leaving potential profits on the table, but also a missed opportunity to differentiate from competition. By creating business models that are like everyone else, there is greater pressure to justify the value proposition and the pricing question of “is it worth it?” – a tall order for many startups and new ventures.

 

Key Components Of A Business Model

Like pricing, a good business model doesn’t start by simply selecting between a menu of models. No, a good business model starts by understanding your customers for your product created by your company. A great business model is designed for the company, it’s customers, and the goals the company aims to achieve.

 

Your value proposition   

Developing an effective business model requires a clear identification of the value proposition and how you can differentiate yourself in an often-times crowded market.

As Peter Drucker famously says, ”Customers don’t buy products, they buy the benefits that these products and their suppliers offer to them.”

We often take for granted what our product actually does for our customers, leading to business models built on assumptions. Companies that are attempting to disrupt an industry, are particularly prone to this because they hold the belief that the disruption itself is the benefit.

Yet human nature is often resistant to change if not rejects change outright in favor of the familiar. That’s why when you go to the purchase page of some software companies you see a long list of features and benefits – a list made for everyone, and thereby for no one.

 

Your customer

The process of defining the value proposition and the benefit your product aims to deliver, the next question is, “who is the benefit for?”.

In our project experience working with companies from high-growth startups to large market leaders, the question of who is actually the company’s customer is commonly overlooked.

We take a tiered approach to the customer question that is based on the degree of connectedness the customer segment has with your product.

Imagine a series of concentric circles – like the rings of a tree trunk – where each circle gets smaller as you get closer to the center. While in aggregate, all the circles combined represent your desired market, it is those circles closest to the center that care most about your product and ideally, your brand and company.

Defining who those customers are, what they value most and the benefits they need to derive – whether through your product or a different solution – is critical. This enables you to create a business model aligned to your customer; not someone else’s customer.

 

Your pricing

The best companies are pricing experts because one of the most important parts of your business model is the pricing strategy.

An effective pricing strategy maximizes revenue and demonstrates that you really understand how your customers value your offering. The amount of resources dedicated to developing a pricing strategy also reflects how much time a company has spent trying to extract value out of its products. This involves monetizing different aspects of the product to serve the largest possible audience.

More advanced pricing strategies may use tools such as targeted discounts or promotions to increase revenue, and the use of other pricing design tactics. A good pricing strategy that captures the value out of your offering increases the odds that your business will be sustainable in the long run.

 

Your goals and resources

Creating a business model for your customer and company means self-discovery by your company of what it wants and needs to achieve. This can be to maximize revenue. It can be to penetrate the market and win market share. Creating a proxy for success steers how the business model is designed but also make changes as needed.

Creating a good business model also needs to account for resources needed to achieve your defined success. This may mean to make changes on how your company sources materials or talent, how your company acquires customers or shifting the business model.

When companies adopt a business model of market leader or look-a-like company, many input and output assumptions are made often to the detriment of the company. Rather than methodically evaluating inside on what is and is not available, attempts are made to fit their square (the company) into a circle (competitor’s business model).

 

Building The Right Business Model For Your Company

The types of business models available to you depend on the results of your work on the different components outlined above. This means a great deal more time spent on research and discovery as it is on selecting from a menu.

Even businesses that look similar at first glance could have dramatically different business models. Consider video game developers such as Electronic Arts and Epic Games. Electronic Arts have a traditional gaming business model and charge $60 per game up front. Epic Games uses a “freemium” model where games such as “Fortnite” are free to download and gamers then pay for in-game upgrades.

This has proven to be an effective strategy as Fortnite earned $300 million in April 2018, almost six times the first-month sales of EA’s highly anticipated Star Wars Battlefront II. Epic Games’ business model requires the company to engage customers over an extended period of time but Electronic Arts just need to make that first sale. Their respective business models don’t exist in a vacuum and are designed to achieve commercial objectives

It is also important to be mindful of potential pitfalls when building a business model. If the price is wrong, the analysis that follows will be fundamentally flawed. Targeting the wrong customers means that the business model will emphasize the wrong product attributes. Every assumption in a business model needs to be checked and rechecked.

 

Final Thoughts

A company’s business model is a key success factor in both the short- and long-term.

A good business model identifies the core customer, their pain points, and how specific products or services can address those issues. The best and most disruptive companies create not only amazing products but a business model that connect paying customers to their solution.

But success comes not only through the ultimate model these companies chose, but the fact that the model was uniquely their own, for their product and customers.

Business models might serve as a blueprint for a company’s future but those plans aren’t static. Business models evolve over time as companies better understand their customers, the value of their offerings, and their competitive positioning. Evolution doesn’t necessarily mean a complete overhaul. It is a commitment to making actionable adjustments (e.g. pricing, product offering) that meet the needs of the market for now and beyond.

 


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